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 Starting a New Job
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This section covers these main areas as follows: |
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• What you should do when you start your new job, and how to get yourself the best possible start.
• Doubts you might have about your new move and how to cope with it.
• How you feel when starting and the frustrations you might experience. |
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Starting a New Job
The honey moon period is over and it is time to get down to some serious work. So you start work on day one and you can feel like a ‘fish out of water’. This is the period before going on a Training Course – or when you have just got back from one. Your new Boss or Manager may not have much of an idea on how to start you off so this is where you can help. You need to set yourself a clear ‘To Do List’. Put it in writing to yourself on what you want to do. So here are some ideas.
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1. Arrange with your Boss – What is expected of you and what you expect in return. Contact up front clearly what
you need to do and achieve. Make sure there is no room for misunderstandings.
2. List out all the people you need to get to know.
• Who are the useful contacts? Don’t forget, the people in the Administration side are probably going to
be your best allies. They know the procedures and who you should be speaking to.
• Don’t hesitate to ASK!
• Always thank people for their assistance and Compliment them on their knowledge and helpfulness.
This is a great way to win friends!
3. Build up important relationships with those around you.
4. Learn the processes – and quickly.
5. Have regular feed back and review sessions with your Boss.
6. Why not shadow someone already doing the job.
7. Keep in close touch with other new starters – Compare notes.
8. Remain positive ALL the time.
A golden rule is don’t complain –
don’t keep comparing with your last job, you will only alienate.
9. Be keen and enthusiastic although it might be a bit of a show.
10. Enjoy it. This is a new future, and positive career step for you.
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So you start your new job, but there is so much to learn, new processes and systems and you have no idea where to start. Your new Manager will have outlined your introductory programme to the job but do not depend on him. They are busy people and do expect you to take the initiative. You will have to find out a lot for yourself and the last thing you want to happen is find yourself sitting at an empty desk wondering what happens next. Do not blame others – it is up to you to get busy. So you feel quite incompetent with your job and not very confident in yourself. THIS IS NORMAL !!!
Do study the table below which should help you to understand the Four Phases you will be going through while trying to settle into your new job. It is really important that you take time to understand the various emotions you will be experiencing while becoming proficient with your new role. |
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Competent in your New Job |
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Listed below is a table showing you the 4 stages of competence and confidence you will be experiencing as you learn the new job and get yourself fully proficient in your new role.
The 4 stages are:
Stage 1 – Unconscious incompetent
You are on a total new learning curve and not feeling very confident and feel quite frustrated at the lack of your progress. This is the stage when some Advisers wonder whether they have made the right move. It is natural to feel this way.
Stage 2 – Conscious incompetent
You are now beginning to realise the enormity of the task and what you need to do to learn all about the processes and procedures. The level of confidence starts to build up as you become more familiar with your new surroundings.
Stage 3 – Conscious competent
Now you have learnt a lot and have started to bring in some new business and it is all beginning to make sense. Although you feel very confident there are still lots to learn and you still need advice from others but you are feeling quite good about yourself.
Stage 4 – Unconscious competence
This is the stage where you are in ‘overdrive’. You know what you are doing and feel totally confident in what you do. Others look up to you and seek your advice and you can point them in the right direction without even thinking about it. New starters look at you for guidance – you are now a well oiled machine and an integrated member of the team.
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Competence
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Incompetence
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Conscious
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3 - conscious competence
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- the person achieves 'conscious competence' in a skill when they can perform it reliably at will
- the person will need to concentrate and think in order to perform the skill
- the person can perform the skill without assistance
- the person will not reliably perform the skill unless thinking about it - the skill is not yet 'second nature' or 'automatic'
- the person should be able to demonstrate the skill to another, but is unlikely to be able to teach it well to another person
- the person should ideally continue to practise the new skill, and if appropriate commit to becoming 'unconsciously competent' at the new skill
- practise is the single most effective way to move from stage 3 to 4
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2 - conscious incompetence
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- the person becomes aware of the existence and relevance of the skill
- the person is therefore also aware of their deficiency in this area, ideally by attempting or trying to use the skill
- the person realises that by improving their skill or ability in this area their effectiveness will improve
- ideally the person has a measure of the extent of their deficiency in the relevant skill, and a measure of what level of skill is required for their own competence
- the person ideally makes a commitment to learn and practice the new skill, and to move to the 'conscious competence' stage
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Unconscious
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4 - unconscious competence
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- the skill becomes so practised that it enters the unconscious parts of the brain - it becomes 'second nature'
- common examples are driving, sports activities, typing, manual dexterity tasks, listening and communicating
- it becomes possible for certain skills to be performed while doing something else, for example, knitting while reading a book
- the person might now be able to teach others in the skill concerned, although after some time of being unconsciously competent the person might actually have difficulty in explaining exactly how they do it - the skill has become largely instinctual
- this arguably gives rise to the need for long-standing unconscious competence to be checked periodically against new standards
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1 - unconscious incompetence
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- the person is not aware of the existence or relevance of the skill area
- the person is not aware that they have a particular deficiency in the area concerned
- the person might deny the relevance or usefulness of the new skill
- the person must become conscious of their incompetence before development of the new skill or learning can begin
- the aim of the trainee or learner and the trainer or teacher is to move the person into the 'conscious competence' stage, by demonstrating the skill or ability and the benefit that it will bring to the person's effectiveness
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| For further Careers Advice
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Call our team on
0800-0556366
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